Show simple item record

dc.contributor.advisorGlassman, Troy
dc.contributor.authorConnell, Gregory James
dc.date.accessioned2019-10-28T16:48:17Z
dc.date.available2019-10-28T16:48:17Z
dc.date.created2019-05
dc.date.issued2019-02
dc.date.submittedMay 2019
dc.identifier.urihttp://hdl.handle.net/11141/2972
dc.descriptionThesis (D.B.A.) - Florida Institute of Technology, 2019en_US
dc.description.abstractThe process of onboarding new employees critically impacts a firm’s overall success. Previous studies have looked at the relationship between onboarding and outcomes such as employee satisfaction, turnover intention, and performance. One area understudied is the correlation between onboarding processes and team cohesion. The topic is relevant to the business sector because there is an increase in firms that are organizing employees into teams. Using a sample population of resident assistants and reserve officers’ training corps cadets from six different teams, this quantitative study implemented a survey to explore if there was a positive correlation between new team member onboarding experiences and team cohesion. Discovering what organizational efforts support team cohesion allows organizations to design and modify their onboarding processes to encourage team cohesion. Bauer and Erdogan’s (2011) proposed onboarding model is the theoretical model to guide the research. Their model accounted for specific employee characteristics and behaviors but there is also a section of the model that relied on the firm’s efforts in the onboarding process called organizational efforts. The organizational effort section of the model was the focus of this study because it is the section of the model organizations have the most influence over. The purpose of this study is to explore the relationship between organizational efforts in the onboarding process and team cohesion. It seeks to distinguish what steps organizations can take during the onboarding process to increase the chances that a team will be more cohesive. First, the results provided evidence that there is a medium, positive correlation between new team member onboarding experiences and team cohesion. A second finding from the study was that an employee’s relationship with his/her peers explained the most variance in team cohesion. Further, the researcher found this relationship was partially mediated by self-efficacy. The implications of this study are reviewed and suggestions for future research are recommended.en_US
dc.format.mimetypeapplication/pdf
dc.language.isoen_USen_US
dc.rightsCC BY-NC 4.0en_US
dc.rights.urihttps://creativecommons.org/licenses/by-nc/4.0/legalcodeen_US
dc.subjectOnboardingen_US
dc.subjectTeam cohesionen_US
dc.subjectRelationship with peersen_US
dc.subjectSelf-efficacyen_US
dc.titleAvoiding the Restart Button: Examining the Critical Factors of the Onboarding Process that Encourage Team Cohesionen_US
dc.typeDissertationen_US
dc.date.updated2019-05-07T14:40:43Z
thesis.degree.nameDoctor of Business Administrationen_US
thesis.degree.levelDoctoralen_US
thesis.degree.disciplineBusiness Administrationen_US
thesis.degree.departmentBusinessen_US
thesis.degree.grantorFlorida Institute of Technologyen_US
dc.type.materialtext


Files in this item

Thumbnail

This item appears in the following Collection(s)

Show simple item record

CC BY-NC 4.0
Except where otherwise noted, this item's license is described as CC BY-NC 4.0